Strategise Workplace Productivity Seminar - 22 September Devan Nair Institute for Employment and Employability

Transcription

1 Strategise Workplace Productivity Seminar - 22 September Devan Nair Institute for Employment and Employability 5S: Productivity through Workplace Organisation by: Quek Aik Teng

2 Outline Genesis 5S: Productivity through Workplace Organisation 5S is What is Waste 5S Cases Conclusion 2

3 Genesis 3

4 Genesis 5S was developed in Japan and was identified as one of the techniques that enabled Just in Time manufacturing. A major adopter of the technique was Toyota. Low cost, high impact technique. 5S can also be applied in other sectors and industries 4

5 Before 5S Henry Ford, inventor of the legendary Ford Model T first enunciated the principles which have become today's 5S Henry Ford s guiding principles: Source: Gemba Academy Henry Ford ( ) 5

6 5S: Productivity through Workplace Organisation 6

7 5S: Productivity through Workplace Organisation Workplace organisation is not new 5S in various Singapore workplaces circa 1989 and continues to be relevant today Tools are properly arranged Area around machine kept free of unnecessary materials 7

8 5S: Productivity through Workplace Organisation is applied in many sectors and industries, for e.g. Manufacturing Restaurants, e.g Kitchens Services, e.g Document Filing Source: RAS 8

9 5S is 9

10 5S and Productivity Improvement SORT (SEIRI) STRAIGHTEN (SEITON) SHINE (SEISO) STANDARDISE (SEIKETSU) SELF-DISCIPLINE (SHITSUKE) Reduce wastes less inventory Use space efficiently Eliminate time searching for things Enhance safety eradicate accidents Improve equipment efficiency Keep workplace clean Improve work processes Basis for continuous improvements Inculcate prevention mindset Enhance good human relationship 10

11 Builds Continuous Improvements, or Kaizen Whether on a factory floor, in a restaurant kitchen, or in a hospital ward, the key contribution of 5S is visual control or the identification of abnormalities, leading to a continuous process for improvement or Kaizen, for eg: Workplace Organisation 5S Elimination of Wastes 7Ws Standardisation Prevent recurrence of errors and wastes 11

12 What is Waste? Anything that does not add value to a process and which a customer would not want to pay for, if given a choice. 5S plays a part to help in wastes identification 12

13 The Sources of Waste Are Everywhere 1. Using more material than necessary 2. Spending more time to develop and produce your products and services 3. Making errors 4. Overproducing and carrying excess inventory 5. Using more space than unnecessary 6. Using more equipment and tools than necessary 7. Involving more people than necessary 8. Having incorrect or incomplete information and instruction 9. Having people work improperly 13

14 TPS: 7 Wastes 14

15 For example: Motion All work that we do with our hands (and legs), can be broken down into basic motions. Motion analysis can help us to identify inefficiencies arising from unnecessary or ineffective motions. 15

16 For e.g., Over-processing Fun Fact: Singapore Airlines (when departing from Singapore): Stopped tearing off the Passenger stub from the Boarding Pass Scanning at Boarding Gate 18 million passengers in 2012 Savings (estimated): 18 million seconds 300,000 minutes 5,000 hours man-days 16

17 Kaizen Kaizen, as used in the Toyota Production System (TPS) is: A system of continuous improvement in which instances of Muda (waste) are eliminated oneby-one at minimal cost. This is performed by all employees rather than by specialists. Key focus: better, cheaper, safer, quicker, and easier Muda Non-value added. Muda is translated as waste. There are seven types of muda: (Overproduction, waiting, conveyance, processing, inventory, motion, correction). 17

18 TPS: Focus of Kaizen Save and not increase costs Save and not increase time Identify key problems and not small issues Teams can be trained to identify wastes and achieve kaizen improvements 18

19 Case: Specialty Bus/Coach manufacturer 5S contributed to the overall solution: Enabled better work space utilisation Achieved 27% improvement in processing time 19

20 Case: Retailer Workplace organisation was part of the overall solution. Enabled a 33% reduction in product delivery time, and contributed to savings in 33% savings in manpower, which could be deployed in other duties. 20

21 you are not alone 21

22 Assistance for enterprise development Diagnose and develop roadmap Develop Capability Assistance available Eg. ICV Funding Available: E2i Support for Training for Productivity programmes eg, 5S: Productivity through Workplace Organisation Various Incentive Schemes available, eg.: E2i funding Productivity and Innovation Tax Credit (PIC) 22

23 Example: e2i Funding and PIC Fee = S$9,000 per company (Training for 2 Managers) E2i Funding: 70% funding from e2i save S$6,300 Productivity and Innovation Tax Credit (PIC) eligibility: S$,2700 eligible for PIC Tax relief option: S$1,836 tax savings Outlay of S$432 per participant Cash payout of S$1,620 available Outlay at S$540 per participant 23

24 Conclusion 24

25 5S continuous progress Peopleoriented Processoriented contributes to continuous improvements Small investment, big impact Uses available know-how Team Efforts Educational & morale boosting 25

26 Is Results oriented You can measure both Quantitative and Qualitative results. and Quantitative results: Better processes, e.g., improvements in cycle time Reduction of wastes Improved safety, e.g., less down time Qualitative results Employee satisfaction, e.g., better teamwork and morale from a clean workplace; and better safety Customer satisfaction, e.g., from more efficient and effective delivery of goods and services 26

27 Has Long-term Benefits It paves the way to: Enhanced Safety Better identification and elimination of wastes Standardisation of work processes Building block to implementing Kaizen or Continuous Improvements Improved performance in productivity, quality & morale leads to increased profitability 27

28 28

29 Thank You 29